Abubakar, Baliratu and Tolofari, Kurotimi Diseye and Abubakar, Hauwa Lamino and Gambo, Nasamu (2024) Impact of Strategic Change on Employee Performance: The Moderating Role of Organizational Learning. Global Journal of Human Resource Management, 12 (1). pp. 68-86. ISSN 2053-5686(Print), 2053-5694(Online)
![[thumbnail of Impact of Strategic Change.pdf]](https://tudr.org/style/images/fileicons/text.png)
Text
Impact of Strategic Change.pdf - Published Version
Available under License Creative Commons Attribution Non-commercial No Derivatives.
Download (839kB)
Abstract
Organizations around the world are face with series of challenges in recent times and are forced to take on phases of strategic actions to change into flexible organizations that will be able to deliver quality service at low cost. Owning to inconclusive results of prior studies on the relationship between strategic change and employee performance in the context of Nigeria banking industry. It is this gap that this study aimed to achieve by investigating the impact of strategic change on employee performance in deposit money banks, Abuja, Nigeria. . The study adopted a quantitative cross-sectional survey research design using closed-ended questionnaire of 5-point Likert scale, collecting data from three levels of staff, the corporate managers, business unit managers and the frontline employees. The data collected yielded a 56.4% response rate. SPSS version 27 was utilized to analyze the data collected for descriptive statistics and multiple linear regression analysis was employed to test hypotheses for this study. The results from the testing of the hypotheses led to the rejection of all null hypotheses with p-value of 0.003 (Technology innovation), 0.007 (Organizational culture) and 0.019 (Organizational Learning) based on the significance level of 5% (0.05). Thus, it indicates that the impact of strategic change on employee performance is statistically significant. The result also revealed that organizational learning has a strong influence, as 99% changes in employee performance (adaptive performance) is caused by organizational learning. It is, therefore, recommended that future focus strategic changes should be discussed by professional bodies at every forum so the banks are proactively ready for any change in their business environment. Lastly, the management of deposit money banks should create a generative learning culture that will improve the adaptive capacity of employees to withstand the pervasiveness of the dynamic environment, improve performance and reduce the probability of strategic transformation failure.
| Item Type: | Article |
|---|---|
| Subjects: | H Social Sciences > H Social Sciences (General) |
| Depositing User: | Professor Mark T. Owen |
| Date Deposited: | 04 Feb 2024 09:50 |
| Last Modified: | 04 Feb 2024 09:50 |
| URI: | https://tudr.org/id/eprint/2641 |
Actions (login required)
- View Item
CORE (COnnecting REpositories)
CORE (COnnecting REpositories)